Time Magazine article, The Rage to Engage, says that “Engagement
is an amorphous concept, but as anyone who ever worked on a team
can tell you, it’s critical—the unengaged undermine—even
if it’s tough to pin down.”

At the end of a recent “Blue Belt Top Talent” program
we gathered with the management team for lunch. People exchanged
impressions about their experience and learning and there was
a lively feeling around. One of the participants stood up to tell
the executives how much she valued the opportunity and what she
learned through the program. She concluded by saying: “It
is very inspiring to know that the organization in which I make
a living is so committed to ensuring that I make a life.”

In a few short days we created a community of purpose, wherein
people were energized and committed to act on their values in
life and at work. The theory we have been successfully testing
for many years with very consistent feedback is that reclaiming
our humanness in the work place is good for business; that happier
and healthier teams are more resilient and agile, faster to adapt
to change and more effective in delivering on goals. We continue
to hear from participants, years after they complete the program,
that it feels different to go to work and meet their colleagues,
that they are more engaged.

Here are 15 points you can use to assess your own engagement and
the engagement of your team. You can evaluate these 15 points
to identify strengths and opportunity gaps in the Anatomy of Engagement
as it applies to your team. Ask them to grade each of the 15 statements
below on the scale from (1) to (10) — (10) representing
“very much so” or “always” and (1) representing
– “hardly” or “never”.

I enjoy open communication with my manager

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

I have a clear understanding of objectives - I know what success looks like

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

My activities are organized to support and deliver on the objectives

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

I see how my work helps the organizational strategy

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

We create trusting relationships at work

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

My job offers me opportunities to express my talent

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

There are great role models in our organization that I try to emulate

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

I am evaluated on how well I deliver on the objectives

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

I am incentivized to deliver great results

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

My job provides me opportunity to grow and learn new skills

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

I have the tools I need to support my work

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

I receive feedback on how my efforts and performance help the company achieve success

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

I value my team members and their individual contributions to our work

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

I am proud of the work we do and how we make the world a better place

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

I enjoy and get energized when I see the people I work with

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

“Engagement is an amorphous concept, but as anyone who ever worked on a team can tell you, it’s critical—the unengaged undermine—even if it’s tough to pin down.”

“Thinking Through Problems Differently

“

When an organization is going into new work, you have to take into account everything. Aviv accelerates that.

Rick HughesVP and Chief Procurement Officer,Procter & Gamble

Aviv has been undeniably the most impactful coach I worked with at HP over my 25 year career.

Sam SzteinbaumChief Learning OfficerHewlett Packard

Aviv helped my leadership team frame the future and come up with the right strategies - better strategies.

Rick HughesCPO and General ManagerProcter & Gamble

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